Lesson 25

Managing the Project Team

Lectured by
Dr. Arc. Vinh Quang Nguyen
The ability to lead and direct the many different individuals and
relationships, all with various backgrounds and areas of expertise, and
from different disciplines and companies, is key to success of any project.
The project team members often start out as
strangers, having never worked together
before, and, who may never work together
again as a team on another project.

Every new project pulls together a new team

to execute all of the tasks and activities
needed to build the project as a temporary
organization. There is no guarantee that you
may ever work together again.

That's one of the things that makes the

construction team unique, and what makes it
a challenge to lead.
The Project Team
Each project have its own organizational structure; the
project organization chart will always show the three key
participants associated with the project:

• The owner organization,

• The principal design firm (architecture or engineering
depending on project type).
• General contracting company.

In addition, each of these entities will have a tier or tiers

of other service and labor providers that they subcontract
with in order to perform the work necessary to complete
the project.

Usually, the more complex the project, the more

subcontracted parties there are. Every subcontracted
party becomes a part of the project team.
People

As previously stated, construction is a people business

first and foremost, so it just makes sense that we
would start by looking at the “people factors” that
influence your ability to be an effective manager.

Often managers believe that their job is to “control”

the people on their teams, but nothing could be
further from the truth: No one wants to be
controlled—they want to be challenged, and then
trusted to meet that challenge.

So, the job of the manager is to encourage,

empower, and inspire people to bring their
best game to the challenge
Here's some tips for being the
right kind of manager:
• Respect
Respect is so fundamental to creating high-
performing teams. Once we understand that none of
us is as good as all of us, it makes collaboration so
much easier.

No one is more important than the other, as in any

kind of ecosystem, the failure of one element means
the failure of the whole.

It is critical that team members know that their

efforts and contributions are respected and valued,
by their fellow team members, and especially their
boss.
• Motivation

Team members want to have good relationships with

the people they work with—especially their managers.
Effective managers know that acknowledgment is key
to motivating their project teams.
Appreciation and recognition

Appreciation and recognition are more related to

what someone does, or accomplishes. There are
so many ways that a manager can express their
gratitude toward individual team members and
the team as a whole.

The difference it makes in how people show up

to work when they feel acknowledged,
appreciated, and recognized will change the
entire dynamics of a project team.

So, if you are interested in developing high-

performance teams, then practice showing
appreciation on a regular basis even for things
that you expected them to do anyway.
Sharing the “Why”

• Understanding why the work that the team is

doing is important proves to be one of the biggest
motivators of all.

• Learning to tell the “whole story” about our

projects, and the difference they make to a
community and the people who live there now that's
a powerful motivator.
 Building Trust
Trust is the foundation of any
successful teaming
relationship. Without it, it's
very difficult to get other people
to follow your lead or do what
you ask of them.

Most construction project teams

are temporary organizations that
have been formed to complete a
single project, over a relatively
short period of time—and to
build trust takes time. That's
exactly why this is such a
challenge for construction
project managers.
Regardless of where you naturally fall on the trust spectrum, most people do go through a
decision-making process to determine whether to trust someone or not.

Barbara J. Jackson, Construction Management Jump Start, 3rd ed. New Jersey, US: John Wiley & Sons, Inc. 2020
History and Experience

This factor is one of the easiest to understand and explain,

especially to someone else. When we have had the chance
to work with other people previously, we have had an
opportunity to see them in action, and learn how they
behave, perform, and interact with others. We have
previous knowledge and insight into how it is to work with
them.

Unfortunately, as I mentioned, in the construction

business, we don't necessarily get to work with people we
have a previous working relationship with. In so many
cases, the project team includes many people we have no
history with, and we must build a trusting relationship
with them based on other factors.
Competence and Ability

Competence-based trust is also pretty easy to

understand. It has to do with a person's
experience and skill set.

When picking team members, selecting

individuals and firms with technical
competency/experience is the first step in
developing high performance teams. It's not too
much of a stretch for others on the team to
initially trust them because of their technical
competency and know-how,
Similarities and Differences

When we have things in common with

other people, it's just easier to trust
them. There is a sense of knowing
something about that person, even if
we don't, simply because we share
various aspects of familiarity. These
aspects can involve just about anything.

Conversely, the more we are different,

the more difficult it is to build trust. It
can certainly be done but it does take
time, and patience. And we have to be
more intentional about it.
Relative Power and Authority

If you are a boss or a project manager, most of the

team members under you will have a "defensive"
mindset; your team members may not share their
disagreement with you, or tell you when they think
your approach is wrong, and thus you won't really
know what's going on with your project, or what
the true challenges or risks are.
This is the number one reason why your ability to
build an open, honest, trusting team environment is
so very important, because if you don't, it can be a
very risky situation
Character

Trust and truthfulness go hand in hand. So,

at the core of character-based trust is
honesty and integrity—telling the truth,
keeping your word, following through on
commitments, and communicating openly.

With this type of trust, a person admits

when they are wrong, or doesn't know
something, or doesn't have all the answers.
The individual is willing to share their
weaknesses, as well as their strengths.
People feel free to offer suggestions, and
discuss options, and even try something
and fail, knowing the team is all working
toward the same goal. Building a trusting
environment allows people to be human,
feel safe, and give it their best
Accountability

The practice of accountability isn't just

about catching someone failing. It requires
us to be aware of the tasks and deliverables
each team member is accountable for, and
then checking in on one another to see
how things are going, and if anyone needs
any help. This practice can be seen as
commitment management, and it's your
job as a team member to help fellow team
members keep their commitments
In a trust-based environment, we establish
the habit of authentically asking “How's it
going?” and expecting an honest answer.
This is how we hold each other
accountable, by providing the support
needed to ensure that all team members
succeed, which means the project succeeds
Ethical Dealings

Ethical dealings are a big piece of

building this reputation. Ethical
dealings have to do with keeping
your word, being honest,
compensating your employees
fairly, paying your subcontractors
and vendors on time, finding ways
to reward people for superior
performance, and so many other
acts of good faith.

Today, ethics has become a

cornerstone of construction education
and is required curriculum by some
accrediting bodies who assess
construction management programs at
many universities.
  Communication, Collaboration, and
Integration

• Effective communication and collaboration are

core to being a successful manager of diverse
project teams.
Effective Communication

All of us know that communication is

important. We talk about it all of the time.

Committed listening and committed speaking

doesn’t guarantee the delivery of a promise or
result, but it does increase the reliability of
the promise made

We can even take it one step further and

create a commitment management system,
and support one another in the promises and
commitments we make. This is a great way to
train the people on your team to be open and
transparent as they work together—sharing
both their struggles and their triumphs
through the process. This is how trust is built.
Collaboration is much more
akin to cooperation. If the
construction manager has created
an environment of trust, open
communication, and transparency
for the team, and they share
common values and project goals
and objectives, generally, people
can easily work together and
collaborate.

Especially if they have any history

working together from previous
projects. Team members are likely
to help one another by sharing
project information, data, budgets,
schedules, and other pertinent
items needed to coordinate efforts
and get the work done.
Integration
Integration is quite different from simply
working together, sharing information,
and being transparent with your data.

An integrated team goes beyond simply

sharing information and building on what
each person already knows. Instead, the
team begins to create new options and
discover new solutions, all for the
common goal to get the project done as
expected.
Management vs.
Leadership
It is important to recognize that
management and leadership are not
the same thing, and yet they are both
required to be effective and successful
in achieving project goals.
The simplest ways to understand the
difference is that we manage things
and lead people.

For example, we manage things like

project schedules, project budgets,
and safety programs.
Leadership is about empowering
others, encouraging others, and
inspiring others. Leadership is the
ability to influence and persuade.
Integrated project leader
The complexities of projects today now demand a
new kind of leader. Leaders who can bring more to
the table than their discipline expertise.
We can call them “integrated project leader”
(IPLs). A title intended to clearly distinguish the
primary accountability associated with leading a
design-build team. Although every organization is
different, an IPL may take the place of a
traditional project manager in design-build, or the
project manager may be subordinate to the IPL.

The abilities and knowledge needed by IPLs goes

beyond traditional construction management,
architecture, or engineering education.
Competencies in communication, strategic
foresight, and emotional intelligence are just a few
of the many new skills needed to be effective as a
manager/leader of multidisciplined project teams.
• Overall, in order to manage a team well, a project
manager must not only be a person who knows
how to manage but also knows how to Lead, must
be a multi-tasker with integrated knowledge, as
well as the ability to build trust in the team, in
order to lead his team to complete the project's
goals. An Integrated Project Leader can be an
effective example that all the stakeholders would
like to work with.
Q&A
Lesson 26 + 27
Monitoring Project Performance

Lectured by
Dr. Arc. Vinh Quang Nguyen
Factors Impacting
Project
Performance
A number of factors can influence our job
performance. Some of them are beyond
our control, and some of them are a result
of poor management or lack of foresight.
• Weather conditions
• Quality of the workforce
• Quality of the supervision
• Incorrect sequencing of work
• Change orders
• Overcrowded job site
• Defective materials
• Inadequate tools and equipment
• Late deliveries
Weather conditions

Weather is probably the most common

and most obvious reason for work
slowdown resulting in cost overruns.
Work proceeds much more slowly
under adverse weather conditions, and
such conditions can impact the quality
of the work as well.
Quality of the workforce

As a general contractor who hires

subcontractors, you don't really have any
control over the subcontractors' workforce.
Therefore, you have to trust that your
subcontractors will provide experienced
workers on your job.
This is why all subcontractors should be pre-
qualified. The risks associated with poor
work quality are significant. If there is a
problem, the poor quality will result in
rework, and rework slows down job progress
and can impact safety. The potential losses
due to poor quality can put the entire project
in a tailspin, and if this occurs, the project
manager must take immediate steps to
mitigate the situation.
Quality of the supervision

Obviously, if you don't have proper

supervision on the job, there are going to be
problems. Many issues have to be addressed
every single day on the job, and everyone
looks to the superintendent for direction and
clarification regarding those issues.

If you have an inexperienced superintendent

who is not up to speed on the project, the
type of work, or the systems in place to
manage the project, you are going to have a
disaster, plain and simple; this is why good
superintendents are worth their weight in
gold.
Incorrect sequencing of work

Unfortunately, there are times when

pressure from an owner or from the main
office can cause a superintendent to
schedule work out of sequence and before
it is ready, just to appease some
unrealistic demand for action. But no
one knows better than the
superintendent and the field personnel
how the work needs to be scheduled to
keep things on track.

Sometimes a work activity is initiated just

to give the appearance of making progress
when in reality these artificial starts just
waste time and cause all kinds of
demolishing the job. If this occurs too
often, the inefficiencies will eventually
show up and expose the real story
Change orders

Change orders can be one of the

most insidious factors influencing
project performance. A little
change here or there often seems
like no big deal. Many contractors
fail to ask for additional time
when they process the cost of the
change, thinking that they can
wiggle the extra work into the
existing schedule. Then all of a
sudden, these seven or eight little
change orders are causing the job
to run two weeks behind, and
then it is a big deal!
Overcrowded job site

One of the things that can actually hinder work

productivity is having too many people on the job. In
fact, many subcontractors complain about packing too
many workers in tight quarters trying to get a job
done. They end up getting in each other's way and
tempers can flare. It becomes so counterproductive
that it actually slows down the job instead of speeding
it up as planned.
Defective materials

Discovering that the material or

equipment that you were planning to
install is defective is a real problem.
It is certainly one that can be avoided
with proper quality control. But in
some cases, this defective material is
not discovered until the workers are
on the job ready to start the project.
By this time, it is way too late. The
time has already been wasted, and it
will take time to reorder the material
and reschedule the crews to install it.
Inadequate tools and equipment

Having the right tools and equipment on a

construction job may seem like a no-
brainer. But again, when so much of the
work of the contract is passed on to
subcontractors, you don't always have
control over even these simple aspects of
the job. So some work can be installed
improperly because the craftspeople didn’t
have the right piece of equipment or right
tool that day or even equipment operators
go home early simply because they didn't
have an extra linchpin or some other minor
fitting for their $250,000 piece of
equipment
Late deliveries
(materials/equipments,…)

Late deliveries are probably one of the most

frustrating causes of schedule delays and cost
growth in construction. Once again, the contractor
has very little influence or control over the
manufacturing or fabrication processes involved in
the making of many of the products or equipment
used on the project. However, the stakes can be
very high for the project if items arrive late. That's
why on projects with critical lead-time items, it is
best to assign someone to do nothing but expedite
deliveries and stay on top of the project buyout
schedule.
In order to monitoring the project
performance…

 Tracking Quality, Cost,

and Time

As we know, the three primary

elements associated with managing
the construction project are: quality,
cost, and time. These factors must be
monitored throughout the duration of
the job.

Our goal as construction managers is to

manage the project so that the
performance of the project meets or
exceeds our estimated or anticipated
performance for each of these
elements
Tracking Quality

The plans and specifications are the primary

tools used to monitor project quality. The best
way to track quality performance on a project
is to prepare and implement a comprehensive
quality plan. The project manager and
superintendent usually team up to put this
plan together and use it to monitor the project
from start to finish.
The fundamental purpose of the plan is to
verify that all materials and workmanship
comply with the requirements clearly noted in
drawings/specifications.

• Field observations
• Submittals
• Shop drawings
• Mock-ups
• Inspections
• Field tests
Tracking Project Cost

The original estimate used for bidding purposes

is converted to a project budget and establishes
the benchmark from which project costs are
monitored and tracked.
Sometimes there are minor adjustments made
in the budget because of price fluctuations
between the time when the job was bid and
when the work begins, but generally the budget
contains the same work packages developed in
the estimate.

All invoices and billings are eventually

transferred to the contractor's cost accounting
department. The accounting department also
tracks related codes and submits reports
identifying total material, labor, subcontract,
equipment, and overhead costs incurred on the
job. The project manager uses these and other
reports to monitor the project performance
from a big-picture perspective.
Analyzing the Discrepancies

In many instances, merely knowing the

aggregate cost of the item of work is not
enough. This is especially true when you
discover a significant discrepancy
between actual costs and estimated
costs. Further analysis is needed to figure
out exactly what is causing the discrepancy.

If the superintendent had looked only at the

invoice amounts and compared those totals
with the estimated totals, he might have
blamed the problem on bad pricing of
material and equipment.
However, a more detailed analysis shows
that the problem lies with the incorrect
quantity amount; the superintendent
now can investigate what is at the root of
this error.
In case the overruns do occur, the
superintendent or project manager can do
a few things to mitigate the impact on the
budget such as:

- Try to negotiate a fair and equitable

solution.(if the materials prices increase
significantly in the big project,
contractor/subs can face very serious
situation if they follow the previous
prices )
- When the quantity errors happen, it is
best to find the error as soon as
possible, preferably before you have
committed to any purchase order or
subcontract;
Tracking Project Time

Tracking project time is just as important as

tracking project cost. Not only is the contractor
obligated to complete the contract for a specified
dollar amount, but he is also required to deliver the
completed project within a specified time frame.
Otherwise, there may be some pretty serious
consequences in the form of liquidated damages—
or, at the very least, an extended schedule will cause
a rise in overhead expenses, increasing the risk of
financial loss on the project.

The schedule is the tool used to track progress

throughout the construction process.

Schedule control is all about managing the

durations associated with the individual work
activities. Getting the subcontractors involved and
creating specific work package short-interval
schedules can really help this process.
 Documenting Project
Performance
The information is being gathered and
utilized to check status and make
adjustments and changes to the project
budget and the schedule as needed. Once
these changes are made, they are
communicated to all of the appropriate
parties, and the updated documents
continue to be monitored, evaluated, and
adjusted again and again until the project
is complete.

Upon completion of the project, all of the

actions that occurred relative to
controlling the overall cost and schedule
must be documented so that a historical
record of the process can be archived for
future reference
The project reports

These progress reports may help to address four

fundamental project control questions:

• How is the project doing overall?

• Is it on target or off target?
• What sections of work appear to be most vulnerable?
• Is overall productivity improving or declining?
• What is the projected completion date and budget
outcome?

All of the answers for these questions are important

information for all parties to understand clearly the
project performance
Evaluating Project
Performance

The value of evaluating project performance is

tremendous. For example, the selection of a
• Target goals and achievement
new subcontractor may have turned out to be a • On-site field team performance
huge mistake, and that information needs to be
passed on to other superintendents and project • Office support
managers. Or the team may want to report that • Owner issues
this particular owner was one of the best that
the company has ever worked for and the • Designer issues
business development folks may want to • Building inspections
instigate some public relations work with this
client for future work. Or members of the • Communication issues
project team may just want to share lessons • Quality control issues
learned about some construction technique or
management strategy. • Subcontractor performance
• Here are a few examples of topics that might • Vendor and supplier performance
get discussed at a project debriefing meeting: • Unusual circumstances or conditions
Applying technology
Many of the construction management
software programs available today are
integrating the estimating, accounting, and
contract administration functions...
Because of technology, a construction
manager can easily access the reports
needed to check project status at a given
time; and he can track all things related to
project performance.
 Thank you
Dr. Arc. Vinh Quang Nguyen
Hanoi, Vietnam
0903255722
[email protected]

Main reference for these lectures : Barbara J. Jackson, Construction Management Jump Start, 3rd ed. New Jersey, US: John Wiley & Sons, Inc. 2020
& practical works noted by Dr. Vinh Quang Nguyen in Vietnam from 2022 - present
Lesson 28
BIM
Lectured by
Dr. Arc. Vinh Quang Nguyen

Main souces of lecture: https://integratedbim.com/

BIM (Building Information Modeling) is a digital process
that uses 3D models as the foundation for planning,
designing, constructing, managing, and operating buildings
and infrastructure.
A BIM model is a 3D digital representation of the physical
and functional characteristics of a building
BIM can capture vital information about the entire building
process and all of its components.
The power of this technology is that the virtual model is also
a vessel in which to load every bit of electronic data that
can be collected. That means specification data about
materials (weight, size, color, fire rating, maintenance data,
and so on), installation instructions for assembly, product
warranties, maintenance requirements, and on and on,
including productivity and price information.

BIM model serves as a shared knowledge resource for

the entire design and build team. BIM focuses on the
integration of information that inevitably adds efficiency
to the design and construction process, reduces waste and
error, and improves quality
BIM represents a holistic and transformative approach to architecture and construction that goes beyond simple
modeling. BIM can be broken down into three main segments:
•Building Information Model,
•Building Information Modeling,
•Building Information Management.
These segments can also be referred to as Technology, Processes, and Policies

Main souces of lecture: https://integratedbim.com/

• BIM opened thousands of other doors to assure efficient workflow
and better collaboration between every stakeholder (architects,
engineers, contractors, clients, etc.)
1. Technology (Tools):
Building Information Model. Many people think
that Building Information Modeling is 3D
modeling. When in fact it is NOT.

It is 3D modeling with structured information,

everything is categorized in the 3D BIM model.

(ex: if you have a roof – it will be always under

the roofing category. So, every stakeholder in the
project will know that this is the roof and not
something else).

3D BIM object comes with documentation (views

(floor plans, sections), schedules, sheets, and
legends). And when you do some changes in the
object – it automatically updates all the
information in all documentation. So, everyone
can be aware of the changes.
Every stakeholder (Architects, Engineers,
Contractors, Experts, Client, Consultant) share the
same vision of the project from design to usage
stage, as they rely on a single source of
information.
And this happened throughout the entire Building
Lifecycle. This includes facilities management,
recycling of the building, and even re-
construction.

Many people are confusing Revit and other

similar authoring tools with BIM. Where, in fact,
they are just a part of a single category of all BIM
technologies.

Now, since we have not only a mass visualization

but structured information with defined data,
we can do clash detection, visualizations, facility
management, building performance analysis,
data visualization, 4D & 5D for cost and time
estimation, and others.
2. Processes:
The Process not only refers to the creation of the
Building Information Model (BIM 3D model), but to
choosing a unique approach and workflow defined by
Standards, Methods, Procedures, and Technologies to
achieve pre-defined BIM Deliverables.
3. Policies:

The Policies or the Building Information

Management. To distinguish better between
policies and processes, we can say that: The
process is for how to embed the standards, but
actually creating the standards refers to
policies.

We need to highlight that the Policies or the

Building Information Management is mainly
about the human factor of BIM and the
importance of the mindset.

Building Information Management is about the

management of the entire supply chain to
deliver accurate information models based on
the project brief and Exchange Information
Requirements. (EIR)
To sum up,

BIM is a set of technologies, processes, and policies that allows managing building
information digitally throughout the lifecycle of a project. BIM overcomes the traditional
fragmentation of the construction industry.

The technology side of BIM ensures quality control, reduces waste and re-work, allows
early coordination and on-time completion, improves productivity, and improves
scheduling. It also optimizes pre-fabrication, decreases the number of change orders,
identifies design errors, allows construction simulation, and improves collaboration.

The processes of BIM optimize and support communication, increase project quality,
enhance labor productivity, ensure faster delivery, reduce costs, reduce errors and waste,
and reduce conflicts/risks in projects, and of course, BIM improves building performance.

The proper BIM policies help to achieve all of that combined while integrating people.

So all in all, we can say that BIM is directly related to human activity that changes the
traditional ways of work.
Using BIM in Construction
Management

BIM (Building Information Modeling)

has revolutionized construction
management by providing a digital
platform for enhanced planning,
coordination, and execution of projects.
How BIM is used in construction management:
 1 - Enhanced Planning and Scheduling:

• 4D BIM: By integrating time data with the 3D

model, construction managers can create 4D
simulations to visualize the construction
sequence and schedule. This helps identify
potential conflicts, optimize workflows, and
allocate resources effectively

• Cost Estimation: BIM models provide accurate

material quantities and labor requirements,
enabling more precise cost estimation and
budgeting

• Risk Management: By analyzing the model,

construction managers can identify potential
risks and develop mitigation strategies
2. Improved Coordination and Collaboration:

• Clash Detection: BIM software can detect

and resolve clashes between different
building systems (e.g., HVAC, plumbing,
electrical) before construction begins,
minimizing costly rework

• Enhanced Communication: The shared

digital model facilitates communication and
collaboration among all stakeholders,
including architects, engineers, contractors,
and subcontractors

• Improved Decision-Making: BIM provides a

common platform for data-driven decision-
making, enabling informed choices
throughout the project lifecycle
3. Enhanced Construction Execution:

• Prefabrication and Modular Construction: BIM models can be

used to design and fabricate building components off-site,
improving efficiency and quality control.

• Site Layout and Logistics: BIM models can be used to plan site
layout, optimize material delivery, and manage equipment and
personnel.

• Quality Control: BIM models can be used to compare the as-

built condition with the design model, ensuring compliance with
specifications.
4. Facility Management:

• Operations and Maintenance: BIM models can be

used to manage building operations and maintenance,
including energy management, space utilization, and
equipment maintenance.
 Benefits of using BIM in construction management:

• Data-Driven Decision-Making: Informed choices based on

accurate and comprehensive data.

• Enhanced Collaboration: Improved communication and

coordination among stakeholders.

• Increased Efficiency: Streamlined workflows, reduced

errors, and faster project completion.

• Reduced Costs: Optimized resource allocation, minimized

rework, and improved cost control.

• Improved Quality: Enhanced accuracy, reduced defects,

and improved building performance.
 As an architect/engineer, you can refer this…

Concrete Modeling for Contractors – an example

• https://www.youtube.com/watch?v=31QFLkjIzFQ
 Thank you
Dr. Arc. Vinh Quang Nguyen
Hanoi, Vietnam
0903255722
[email protected]

Main reference for these lectures : Barbara J. Jackson, Construction Management Jump Start, 3rd ed. New Jersey, US: John Wiley & Sons, Inc. 2020
& practical works noted by Dr. Vinh Quang Nguyen in Vietnam from 2022 - present